In an era dominated by social networks, I've chosen a different path. This personal blog acts as my digital footprint, enabling me to share information about myself online and connect with friends and colleagues —both past and present— without feeding social media databases with my personal data. While I'm quite sociable in person, my professional knowledge of social media systems has led me to opt out of them.
If you decide to use social media and would like some easy and effective tips for boosting your security on social media, check this out.
Despite eschewing social media, I remain easily reachable! My contact page is right here. If you'd like to comment or chat, please don't hesitate to reach out. I'm always eager to engage in meaningful dialog and expand my network in a more intentional way.
I was involved in my family's thriving B2B automotive recycling business into my twenties. Auto recycling is pretty simple: We purchased vehicles based on the value of their useful individual parts, then we removed the useful parts to sell them to mechanical and body repair shops. What was left of a vehicle was pressed flat and sold to a steel mill in Whitby, where they melted down the steel to make new products. Steel is unique in that it can be recycled indefinitely without degradation.
We had contracts with several insurance companies to acquire all of their written-off vehicles. Most of these vehicles were less than 3 years old, many of them were almost brand new. Our business supplied body repair shops and mechanical repair shops with quality OEM parts. We also offered brand new aftermarket parts, but most experienced mechanics would rather purchase a lightly used OEM part than a brand new aftermarket one. Walk-in retail customers were welcome, too, but that was a small part of our business.
I gained extensive hands-on experience in operating heavy equipment, particularly for relocating immobile vehicles and safely loading complete vehicles onto large open car carriers and flatbed trucks. Another key aspect of my role was operating a tilt-and-load truck to transport hundreds (maybe thousands) of cars and trucks, two at a time, back to our facility for processing from various locations across Ontario. This early exposure to the automotive industry laid a strong foundation for my mechanical abilities and understanding of vehicular systems.
One of our competitive advantages was our method of dismantling vehicles; we unbolted everything and saved the fasteners for the customer, which the mechanics and body repair guys really appreciated. Most auto wreckers at the time used torches and saws to cut everthing up quickly, which caused more work for the customer.
I developed skills in the proper disassembly and reassembly of vehicles, as one of my hobbies was rebuilding wrote-off cars for personal use. I employ these skills today to maintain and repair my family's vehicles, which helps to keep the substantial cost of car ownership down. I only take our cars to the shop when a job requires tools that I do not already own and are cost-prohibitive for a low volume mechanic like me, or when a job will be particularily messy, since I don't want my new brand new garage looking (and smelling) like a repair shop.
My experience in outside sales and deliveries, where I engaged face-to-face with our commercial customers on a daily basis, played a crucial role in developing my customer service skills and understanding how to foster strong business relationships. Growing up in a successful business environment offered me invaluable insights, especially in understanding the dedication, teamwork, and sacrifices required to run a company.
I spent thirteen years working here, and for the most part I enjoyed my time. I would do it all again if the opportunity came along.
I was really proud of my dad and what he built, and proud to work for him. He had the big custom built home, the new Corvette and the largest boat on Lake Scugog. He was successful.
During my tenure, I learned all facets of the operation, starting as an entry-level wheel & tire tech, then dismantler and later progressing to roles such as heavy equipment operator, towing and vehicle delivery, outside sales and parts delivery, inside sales and staff supervision.
Throughout its history, Scala Bros. demonstrated a track record of sound decision-making and incredibly hard work, resulting in prosperity and the creation of good-paying jobs. However, during its final years some crucial missteps were made, primarily with our inventory management.
There are two main components involved in auto parts inventory management:
For example, if you want to buy a windshield for a 2015 Chevy Equinox, we first check to see what other cars will interchange with your 2015 Equinox, and then check our physical inventory to see if we have any of the cars listed in the interchange. In the case of your Chevy Equinox, a GMC Terrain's windshield will also fit your car, so we check to see if we have any Equinoxes or Terrains.
When I was hired, we were still using a paper-based inventory system to keep track of our physical inventory. It was slow, clunky and terribly unreliable. To determine which parts were compatible with various car models we consulted massive 'interchange' books. They were also slow and clunky, as this gentleman demonstrates in this this video. These books and paper inventory system seemed ridiculous to me, since I had been heavily involved with computer software for almost a decade at this point. I had developed proficiency in database systems like Superbase 
on the Commodore computer, DBase and Oracle on the IBM PC platform. I could build a solution for very low cost, and in a very short period of time.
It would have been ideal to automate our clunky interchange process in addition to our paper-based inventory system, but at the bare minimum we needed to automate our inventory. I persistently advocated for the adoption of this technology, proposing the implementation of a basic solution like DBase on a $1,200 PC — a modest investment for a company with annual revenues exceeding $1 Million (equal to $3 Million in 2024), but despite my efforts over several years using several different approaches, I was unable to persuade my father and his partner to embrace these ideas. Sadly, their adherence to traditional methods starkly contrasted with our competitors, who were rapidly integrating modern technologies into their operations. I can confirm this as a fact because I visited our major competitors weekly as part of my job.
As the automotive parts industry progressed, a significant change occurred in customer behavior. Our competitors gained an advantage by offering immediate responses to inquiries, typically beginning with "Do you have...?" This swift service became increasingly appealing to our clientele.
In contrast, Scala Bros continued with a less efficient process:
What made the situation particularly frustrating was the untapped potential within our organization. We had an in-house computer expert whose skills could have been leveraged to address this very issue, yet we failed to utilize this valuable resource effectively.
This oversight highlighted a critical gap between our capabilities and our actual performance in meeting evolving customer needs.
Some people wondered why I started a side business in IT consulting when my family already owned a successful enterprise. Why did I spend my days working for my dad and my nights an hour away in Toronto modernizing other companies, often sleeping on cardboard on warehouse floors before heading back to work for my dad the next morning? One ignorant outsider actually called me disloyal, but the fact is, after countless failed attempts to convince my father that I could make our company more competitive, I took on the venture for 2 reasons: (1) to show my capabilities in real world scenarios, and (2) to have a fall-back in case our family business failed, which I felt it would if we didn't smarten up. Time was ticking; our competitors were accelerating the gap between us and them and our sales were gradually slowing down, so it was my absolute last-ditch effort to show the owners that I had the skills and knowledge to help us thrive in the rapidly approaching digital age. If James Lumbers Publishing, the largest art publisher in Canada, and Port Perry Auto Glass, a highly-respected and rapidly expanding local business, among many other companies, had all placed their trust in me for their computer inventory systems, then it stands to reason that Scala Bros would, too?
Things got too tight and the company was subsequently sold, leading to a division between the partners. My father retired, while my uncle took a position at Carcone's Auto Recycling, which was one of our major competitors.
The business was 25 years old going on 26. It could have —and should have— lasted 4 Hundred.
In 1978, my interest in computers was unexpectedly sparked during a routine shopping trip with my mother to Eaton's department store. There, I encountered a Commodore PET computer on display in the women's lingerie section, an oddly fitting location that transformed my usual shopping boredom into excitement (no, not because of the lingerie, I was just 10 and girls still had cooties). This chance discovery ignited a passion for technology that would shape my future encounters with the mall...and my future in general.
With each trip to the mall, my fascination grew, and I found myself eager to explore and learn more about this revolutionary machine. I immersed myself in the world of microcomputing by subscribing to computing magazines , admiring Jim Butterfield's knowledge , watching the Bits and Bytes TV show with the Canadian legend Billy Van , joining the local library computer club, and even sneaking into the high school computer room after hours, despite not yet being a high school student myself. This facination with computers, sparked by that initial encounter with the Commodore PET 2001, set me on a path of serious technological exploration and discovery.
My mother, who possesses exceptional intelligence and foresight, envisioned a future where computers would be ubiquitous, and her forward-thinking was obvious when she purchased a Commodore 64 computer system for me to hack away at for as many hours as I wanted. I taught myself how to program in the elementary BASIC language and later went to a private school to learn the far more powerful Assembly Language , among other things.
As a high school student, I found myself significantly ahead of the curriculum in the Computer Science course. While my classmates were grappling with elementary programming concepts like loop structures , I was already engaged in more advanced and intriguing pursuits. These included penetrating various hosts around the world, including the local Durham Board of Education's minicomputer (a full year before Matthew Broderick did it on the silver screen in Wargames ). I found computers to probe through a process called 'demon dialing ' using a small program I wrote in Assembly Language. Exploring the DATAPAC network was fun, cracking games (i.e. circumventing and removing copy protection) was a constant challenge and a major activity, and interacting with fellow computer nerds from around the world on my Bulletin Board System (BBS) . My mom got me my own phone line so my BBS could be available to the world 24/7. Having a dedicated phone line for a computer in the early 80s was a pretty big deal!
Our local library had several computers available for public use, which were always in high demand, and I found it impressive that when I walked in, patrons would offer their computer time to me, sometimes bickering with each other about who would get to give me their seat, on the condition that they could observe what I was about to do on the computer. You see, much of what I taught myself could not be found in books or learned in school. The only way to acquire this knowledge was to "hack it out yourself", which required an immense investment of time and a natural aptitude for computer science, or to learn from someone willing to share their insights. But we hackers were often reluctant to share our knowledge unless the other person could offer knowledge in return. It was a clandestine, underground culture that exuded an air of mystique and fascination, and those who were intrigued would go to great lengths to gain access. I had built a reputation as a local computer expert, and as a shy and reserved kid, I appreciated this recognition. It contributed significantly to my developing self-confidence. The leader of our library Computer Club invited me to teach programming to the club members, and I gladly accepted, conducting sessions once a week after school. It was odd because I was a little kid teaching a room full of adults.
This early exposure to computer tech eventually led me to a career in IT consulting. I already had a part-time side hustle helping small businesses with their early 'computerization' in the 80s and networking in the 90s, and when my father exited the auto recycling business I went full time with consulting. For many years I provided computer-related advice and service to small and medium sized businesses across Ontario. I also built-to-order and sold over 800 personal computer systems, and operated a dial-up ISP business, providing local residents with email addresses and access to the Internet. I registered PortPerry.com in 1996 (currently in use by my nephew for his booming Eric's Automotive Detailing business) and used it for my ISP business, providing dialup internet access to Durham Region customers and highly sought after PortPerry.com email addresses. To further expand my IT skills, I became a Certified NetWare Engineer (CNE) , allowing me to design and implement robust company computer networks. This combination of hands-on experience and professional certification solidified my expertise in the rapidly evolving world of computing and networking.
However, as computers became omnipresent and the users became less sophisticated, I eventually grew weary of repeatedly addressing trivial issues day after day; issues like virus infections, or explaining to confused new users that a mouse isn't a foot peddle, or delivering the radical news that their broken CDROM drive was never a cup holder, which led me to consider other career paths. I wanted to do something more creative and way less invisible .
Today, I am not interested in anything to do with computer support on a professional level whatsoever, though I do still love working on my own machines, especially in Adobe Photoshop on my monster Threadripper Pro 3955WX workstation with an ASUS Pro WS WRX80E-SAGE SE mainboard and 128GB of memory, and MSI Ventus GeForce RTX 3090 GPU with an ASUS 32" 4K ProArt display, an ASUS 27" QHD display and an NEC MultiSync PA271Q 27" 16:9 Color-Critical IPS Monitor with SpectraView II Color Calibration .
My love for photography ignited in 1976 when my mother gave me a Kodak 110 camera . The ability to seize a real-life moment, shrink it down and record it in high fidelity on a little piece of paper absolutely blew my mind. It still blows my mind today! Three years later, I gathered my Christmas money and allowance to buy a Pentax ME Super SLR camera , which I saw an advertisement for in one of my computer magazines. This marked the beginning of my 35mm photography journey that has now lasted over four decades. My enthusiasm for photography remains as strong as ever, and with the advent of digital cameras merging photography with computer technology, this evolution perfectly aligns with my hobbies and skills.
I never found fashion or product photography interesting, but I discovered an affection for wildlife and landscape photography after a hunting trip with my uncle. When I fired the shotgun at a bird, it disappeared in a flurry of feathers, leaving me with mixed emotions. On one hand, I felt a sense of achievement for hitting my first-ever target with a gun; on the other hand, I felt slightly nauseous because I killed something for, well, nothing. I couldn't understand the purpose of it, so I handed the gun back to my cousin Axel and just observed for the rest of the trip. That day, I decided I'd never shoot another animal with a gun again, unless it was for food. Instead, I'd shoot them with my camera. I bought a 80-200mm zoom lens with a tele extender for my Pentax and began photographing wildlife all over our 24-acre farm in rural Ontario, and on every trip our family went on.
I struggled to monetize my landscape and wildlife photography because I was too young and didn't know how the business side of things worked. A few years later, an unexpected disaster struck when my upstairs neighbor, an elderly woman in Port Perry, accidentally left her kitchen faucet running. The resulting flood devastated almost everything I owned including my photography collection, destroying 99% of my prints and negatives. The flooding actually happened a second time just a few weeks later. I ran upstairs and frantically knocked on her door but she was so confused I had to break it down. Sadly, it became clear that it was time for her to move into an assisted living establishment. I couldn't possibly be angry with her.
Around the same time I felt ready to transition away from my career in IT, I uncovered the exciting possibilities of wedding photography, both in terms of enjoyment and financial opportunity. I started to pursue this new path, acquiring all of the expensive photographic gear necessary for covering weddings professionally. But I encountered a significant obstacle: engaged couples want photographers with established wedding portfolios. I had shot several weddings on film in the past but my prints and negs were all destroyed in my apartment floods. Without a wedding portfolio I found myself in a catch-22 situation, unable to secure contracts to build the necessary portfolio to secure contracts. Several inquiring couples gracefully said, "Thanks, but no thanks"
I was all dressed up with nowhere to go, so to speak.
A truly beautiful woman walked into my studio inquiring about my wedding portfolio. At the time, I had only a couple of wildlife and landscape photos to show her, and my studio portraiture, but nothing in the way of wedding imagry since virtually everything I ever shot was destroyed in the floods. But after a pleasant conversation, she actually decided to take a chance on me for her wedding at Viamede Resort in Burleigh Falls. I had to contain my excitement, as I was genuinely thrilled inside!
As luck would have it, she was as photogenic on film as she was stunning in person, which is not always the case with beautiful people. When folks talk about 'getting your big break', this is precisely what they mean. This opportunity was the break that I needed, and I am eternally grateful for her trust and confidence in me. With Sabina gracing my website I had a fighting chance at cracking the wedding photography world. Other women would see her and think, "I want to look as beautiful as she does".
My wedding photography business grew rapidly, and I soon found myself booked three years in advance. Brides booked me into locations all over Canada. I photographed a wide range of events, from the simple, intimate backyard ceremonies to very large 500+ guest events for distinguished clients at the finest venues. I shot weddings for artists, sound engineers, TV actors, TV directors, cinematographers, investment bank executives, lawyers, and other successful Canadians. I met local and international celebrities at reception parties, including Franky Flowers, Cito Gaston, Leonard Nimoy and Queen Latifah. I was able to afford the very finest 35mm equipment, such as the sublime Nikkor 200mm f/2.0 VR lens.
The daughter of one of Canada's most renowned Directors of Photography, Michel Bisson, hired me to photograph her wedding. Monique chose not to reveal her father's identity until the big day, saying she wanted to avoid making me nervous. I found that incredibly thoughtful and kind; I likely would have felt anxious otherwise. It was a tremendous honor and compliment to be selected by a young woman with such a strong artistic pedigree. Monique & Matteo, stylist and executive chef, two professional artists. I'll never forget those two.
A year later, I received another significant opportunity when Michelle, the daughter of a prominent figure in television broadcasting, hired me to photograph her extensive engagement party and massive wedding celebration. Her engagement party was larger and more lavish than 95% of my client's wedding events. Michelle was not only a graduate of the Royal Conservatory of Music but the daughter of Network Director CBC Sports, Chris Elias, a man renowned for his role in delivering exceptional Olympic Games coverage to Canadians. Before his rise to his prestigious position, he had established a reputation as a highly skilled CBC cameraman over decades. Being chosen to capture these important events for the family of such a respected professional in the field was another deeply flattering moment in my career. Mr. Elias personally commissioned me for his first daughter's wedding the following year - Jessica, a really beautiful young woman who treated me like I was an old friend. She bore a striking resemblance to Julia Roberts. Some guys have all the luck, amirite?
We covered two memorable events with the Slice Network's Rich Bride Poor Bride show filming, which complicated our tasks due to the presence of multiple camera operators and audio technicians recording the exact same subjects as us, at the exact same time as us. One of them had CBC cameras in addition to those from Slice Network! However, the Slice producer approached me prior to get my logistics and clarify that I would be in charge and that his teams would defer to my direction, which I appreciated as a mark of true professionalism.
Click HERE to watch Michelle & Slavko's Rich Bride Poor Bride episode "Gimme More" w/celebrity event planner David Connolly.
A few years into the digital camera era, some challenges emerged. New "spray and pray" photographers, who had never shot with film, entered the market, emphasizing quantity over quality. The cost of pressing the shutter button shifted from approximately $2 per click with film to effectively $0 per click with digital photography. You can imagine the impact this had on the art form, which our forefathers worked diligently to establish as a respected, well-paying profession. A number of this new generation of "photographers" treated weddings as though they were covering a high-speed sporting event — I observed this personally at gatherings where I was a guest. They made no effort to blend in with the attendees, nor did they demonstrate any sense of class or decorum. It was disheartening to see these individuals donning Hawaiian shirts and shorts at a dignified, formal occasion like a wedding, which felt almost like a mockery of the profession.
Nonetheless, this shift led some clients to expect thousands of images per event; their friend received 2,000 photos in just four weeks, after all. But it's hard to believe that their friend's photographer was covering 45 events in a summer season and meticulously processing each image manually themselves — it seems improbable. This approach conflicted with my style, as I spent considerable time in creating each image myself during post-production. I'd typically undertake this work in the off-season when I'm not shooting or recovering from the physical and mental demands of double or triple-header weekends, which require significant recovery time. I chose not to outsource or automate my post-production because brides hire me for my particular style, which would be entirely lost if I didn't handle the work myself. My boutique studio approach suited most of my clients; I would not become a "wedding mill" and resisted any pressure to rush.
I subscribe to Ansel Adams' philosophy with respect to the post-production stage. He said (paraphrasing):
The film is the score, the print is the performance.
Adams draws a parallel between music and photography to illustrate his point:
Just as a musical score is merely a set of instructions that comes to life through a symphony's performance on stage, a photographic exposure is merely a set of instructions that comes to life through a photographer's performance in Photoshop. When you come home from a long day at work and want to relax with some music, do you want a high school band or the New York Phil? Same score, very different performances. Photography is the same. Fifty percent of the photograph happens in Photoshop (or the darkroom with film).
Ansel Adams dedicated immense effort to crafting his prints in the darkroom. His most famous image 'Moonrise, Hernandez' is a prime example of this (check out the amazing before & after in the video!). His son, Michael, notes that before Ansel performed his darkroom magic, his photos appeared quite dull. It's surprising to think that a master like Adams could shoot what might be considered as 'mundane' images. In reality, everyone captures mundane photographs! It is the artistry in post-production that transforms them into distinctive works, a process that requires significant time, skill and a style.
While my style attracted more than enough clients, a few became less patient over time, expecting more photos with faster turnaround. Recognizing that this trend was untenable I decided to exit the photography business on a high note. Since I was booked three years in advance it was a very long exit, as I honored all open contracts, of course.
Covering weddings for new couples has been a remarkable privilege and an extraordinary experience. I am profoundly thankful to the hundreds of couples who allowed me, along with my trusted assistants — Steve, Michael, Gil, Chris, Sara, Jaclyn, and my talented partner Teresa—to share in the most significant moments of their lives. Some of the speeches I listened to were so impactful that it was difficult to concentrate on my work. The distinct situations each family faced —whether filled with joy, sorrow, or a mix of both— made my role as a photographer truly special. Having deeply personal conversations with some of my clients felt like a natural occurrence, adding a distinctive dimension to my work.
We brought happiness to 98.2% of our clients. I especially value those who prioritized quality over quantity and shared my appreciation for a caring creative post-production process. As for the tiny minority who didn't align with this approach, I don't find myself missing them.
Ten years later I still receive requests to photograph weddings, even though I don't advertise packages or fees. One individual offered me an unreasonably lavish sum and unlimited time for deliverables after I stated that I wasn't accepting new clients. It was certainly flattering and quite tempting, but I have no intention of ever covering another wedding, and I declined that offer as well. You see, while the vast majority of my clients were truly wonderful people, there was a tiny minority who were particularly difficult. Their presence eclipsed the positive experiences for me. During my decades in the automotive and IT worlds I never came across individuals like them, and I will steer clear of such people in the future.
I have a passion for making pictures, so with you I shall depart. Photography is but a cherished hobby for me now.
Motivated by a longing to reconnect with hands-on work, I took on a role assisting a truly remarkable heavy equipment mechanic. Despite being quadriplegic and wheelchair-bound, this individual's unwavering determination to continue his career and lead his family in the excavation industry was truly awe-inspiring.
My responsibilities encompassed what a licensed diesel mechanic's responsibilities would encompass: the maintenance, repair, and operation of heavy equipment and Class 8 trucks. I was also the in-house MIG and arc welder, and was called upon when precision cutting of heavy steel with acetylene torches was required.
Working in the automotive sector for years had equipped me with a high degree of mechanical aptitude. This foundation allowed me to quickly adapt and excel in the modern heavy equipment maintenance environment.
While this company demonstrated a progressive approach in many aspects, including the employment of lasers to get underground pipe slope correct and Topcon GPS machine control positioning technology, there was one critical area where they fell short of acceptable standards...
The lead mechanic's medical condition necessitated a warm -very warm- working environment, leading to a practice of cranking the heat to 30 degrees and sealing all of the shop's doors tightly during winter months to retain the heat. Their gas bill must have been astranomical. Unfortunately, this practice created a hazardous situation. The enclosed space became a poorly ventilated area where large diesel-powered equipment, including bulldozers, excavators, and dump trucks, were operated for extended periods as we serviced them. The lack of proper ductwork or ventilation systems resulted in the accumulation of untreated diesel exhaust in the air we breathed, creating a dangerous concentration of harmful emissions. Some local suppliers actually refused to deliver parts and supplies into the shop, instead leaving them outside by the door. They wouldn't enter even briefly, while we were in there for 8-10 hours a day.
Something's gotta give.
Despite my deep commitment to the job for three years and persistent efforts to advocate for change over a period of two, my attempts to address the air quality issue with management were met with indifference. I tried various approaches to persuade them to improve our air quality, but none were effective and ultimately realized they had no intention of improving. A simple flex hose attached to the exhaust stacks of a machine, directing the harmful gasses outside instead of releasing them into our shop environment, would have solved the problem. But that hassle is for sissies - it's just a little bit of smoke.
Recognizing the significant health risks associated with prolonged exposure to these conditions, I made the difficult decision to quietly seek employment elsewhere. Had it not been for the dangerous air quality issues, I would have gladly continued my employment with the company. I was making significant progress toward earning the complete respect of my boss, a feat that very few individuals ever accomplished, I was told.
On my last day at the end of the day, I visited my boss's office to say goodbye, because I repected him a great deal. I didn't want to just leave; I felt like family. For example, I performed repairs on his private residence and broke bread with him at lunch. I went shopping with him frequently. So I expressed my gratitude by saying, "Thank you for teaching me so many new things, Luigi." He didn't look up at me, but in a sincere and somewhat sombre tone he replied, "No, you taught me even more." I swear the tough guy's voice cracked. We parted on very good terms, and I have a warm fondness for that incredibly grumpy yet undeniably brilliant and determined old man.
I later learned that the owner of the neighboring business had made a lighthearted bet with his staff, wagering that I would not last two days working with this challenging individual. It seems that my predecessors often left within days (in one case, just hours) due to his difficult demeanor. But having grown up navigating a wide range of personalities in the automotive business world, I knew how to manage interactions with him effectively. I ended up staying for three full years and enjoyed most of it — aside from the poor air quality, of course.
I accepted a position as a 5-ton truck delivery driver for Canada's premier elevator cab manufacturer. With around 100 employees, I thought they were large enough to offer opportunities for upward mobility while still being small enough that I wouldn't feel like just a number. This company operates a vast 65,000 square foot production facility, specializing in the creation of bespoke elevator interiors for an impressive clientele. Our custom designs grace many of North America's most iconic skyscrapers, luxury hotels, and prominent buildings, with a particular focus on the Toronto skyline.
During my second week with the company, the Production Manager learned of my IT background and requested my assistance with a long-standing issue: a CNC router table on the production floor that had been out of commission for several years. Intrigued by the challenge, I dedicated that evening in my home office to researching the machine and identifying the missing elements needed to solve the puzzle.
I was able to resolve the issue before lunch the next morning. Initially, the machine operator was skeptical that it was actually repaired, but after a few minutes of testing various functions he exclaimed, "Well, you fixed it!" Ralph, who I was informed is a millwright, said that I helped him more in five hours than anyone else had in five years. That truly made my day.
During my third week at the company, despite having expressed my desire to avoid working in IT, I was requested to investigate some ongoing problems with the organization's computer network and email system. Working with the internal IT staff (which were reluctant and made things as difficult as possible, which put up a red flag in my mind) I was able to identify and remedy most of those problems in short order, which ultimately caught the attention of the company's owner.
The one issue that I could not resolve immediately was due to the fact their email server was very old and under the sole control of the Network Administrator. It would take me a few more months to solve that problem...
It wasn't long until I was elevated to a Marketing role, complete with an office overlooking Lake Ontario. In this position, I established comprehensive brand standards, creating a set of guidelines that defined the visual and verbal presentation of our brand across all communication channels. Utilizing my Adobe InDesign and Photoshop skills, I produced a brand guide book for current and future staff to reference, so our company would look great no matter who was behind the creative. My role also involved designing and producing new printed marketing collateral, including a cut sheet for our innovative elevator emergency lighting IC board.
Among my more significant achievements were spearheading the development of a new company website and conceptualizing our corporate video. For the former, I provided my own graphic design and photography in addition to content from our own library, as well as a wire frame layout and two UI/UX mock-ups, so the web developer had options and minimal work to do, which means minimal screwups. For the latter, I managed all pre-production aspects of the film, including writing the script and developing the storyboard, and I supervised the film crew during principal photography.
I would typically be eager to share a link to the completed film, but unfortunately it falls well short of my expectations. My script was written with the intent of collaborating with a talented director like Chris Di Staulo or Michel Bisson, actual artists who possess the expertise and creativity to bring a detailed script to life. Check out their killer sizzle reels - wow! Regrettably, I was required to work with Yellow Pages, the company known for phone directories. In my view, they're probably fine for a small mom-pop shop but they lack the necessary skills and resources for doing next-level work for a company of our size, especially when we're paying them north of $120k per year. Their inability to execute our website to my specs foreshadowed their shortcomings with our corporate film (which is an order of magnitude more difficult to produce). Less than ten percent of my original vision ultimately made it to the final cut.
Sadly, we received a disjointed, jarring mix of stock footage merged with our original shots. It's confusing, communicates little and it fails to evoke any emotional response. It's entirely forgettable.
Following a string of successful initiatives in my marketing role, I was promoted to project manager, marking another step forward in my career with the company.
In one of my first assignments, I was entrusted with leading a project of unprecedented scale and complexity in the company's 28-year history: the Fairmont Royal York Hotel modernization project, which was part of the hotel's $100 million renovation initiative. Kingsett Capital, the hotel's owner, appointed us as the General Contractor, tasking me with managing all trades involved in modernizing the hotel's elevator cabs, in addition to our own engineering, production and installation teams, of course. Throughout this complex undertaking, I collaborated very closely with my counterpart at PCL Construction to ensure a near-seamless execution of the project.
This comprehensive role involved coordinating the efforts of two major elevator companies (ThyssenKrupp and Otis Canada), which is highly unusual and made the project more complex by an order of magnitude. I also worked with a variety of specialized smaller firms. Among these, I had the privilege of commissioning a highly skilled artist from Ukraine to meticulously enrobe the intricate carved wooden medallions in each elevator car with variegated gold leaf.
Another notable company is Tyler Williams , specializing in architectural metal refinishing. Their team possesses exceptional skills with metalwork, significantly reducing my project costs by tens of thousands of dollars through their high-end craftsmanship and professionalism. Tyler Williams significantly enhanced our company's image, proving to be an ideal contractor for mission-critical projects like our Royal York initiative, going far above the call of duty on several occasions. You simply won't find a better team player in any industry, anywhere in Canada, in my opinion.
The scope and prestige of this project, particularly as one of my initial assignments, underscored the trust placed in my abilities.
When I assumed my role, I discovered that our project management systems were inadequate, relying on a series of convoluted Excel spreadsheets. Excel is for crunching numbers period, but so many companies use it for applications it was never designed for. To tackle this issue, I implemented new software based on a collaborative Gantt chart platform, fully aware that none of the employees had experience with MS-Project and that the learning curve for it would be too steep at this point in the project. The solution I chose significantly improved our project management capabilities while maintaining a seamless workflow for our teams, even mid-project. It also elevated our professional image when interacting with our esteemed clients, such as EllisDon, Kingsett, Oxford, PCL, Turner, and Otis Elevator. Whether we held in-person or remote meetings, I was able to effortlessly present visual representations of our current project status and the upcoming milestones for the next few months.
The ability to visually communicate project status at a high level to all stakeholders was crucial, as it allowed us to:
By presenting a comprehensive yet easily digestible overview of our projects, we enhanced our reputation as a reliable and professional partner in the elevator construction industry.
Additionally, I revamped our IT department, replacing the incumbent, who was proven to not be acting in the owner's best interests, with a promising junior staff member, whom I personally mentored. Email problem finally solved, among myriad others. It was gratifying to watch Lucas successfully manage several initiaves, including our transition from outdated DOS-based, patchwork IT applications from the 80s to a cohesive, contemporary networked application suite and exchange server. His ability to rise to the challenge confirmed my initial confidence in his potential, and I'm proud of his accomplishments in this role. He really grabbed the bull by the horns.
Day-to-day I directly managed 24 TSSA-licensed EDM field mechanics, organized into 12 two-person crews. I also worked closely with most other departments, including Engineering, Production, Logistics, IT, and HR. Becoming a licensed EDM mechanic myself, combined with my extensive mechanical background in the automotive and heavy equipment industries, and my firm but fair management style, helped me to earn the respect of these veteran elevator mechanics, despite my limited experience in their industry. Having respect in a project management role was crucial for the success of any project, as team members are more likely to follow my lead not because of my rank, but because they hold me in high regard.
Together, we achieved a significant milestone by successfully initiating, planning, executing, and installing Canada's first video wall elevators at Manulife's Canadian Headquarters in Waterloo, Ontario. Manulife contracted us to help them project a modern, tech-savvy image to its 3,000+ headquarters employees as part of a broader digital transformation effort. Their initiative was driven by competition from digital-first financial institutions like Simplii Financial and Tangerine Bank. Key aspects of Manulife's transformation include:
While I never wanted to return to an IT support role, I fully embraced this project focused on computer technology. It was both exciting and genuinely challenging, plus the owner expressing that I was the only person in the company capable of executing it further motivated me. I accompanied him to the initial stakeholder meeting at Manulife, which included key figures from various departments and organizations. Notably, when I proposed my plan to the group to implement specific communications network cabling that would be in compliance with TSSA code, the IT/Audio/Video team on the other side of the massive table asserted that my plan was technically impossible. However, when I pushed back and insisted that it was indeed achievable, they chose to gather their things and leave the meeting. I would later demonstrate the validity of my plan. I was confident it was viable because I built a mock-up in my home office and tested my theories before putting them forward at the meeting. Perhaps the IT specialists should have engaged in similar preparation, as they were schooled on IT by an elevator company.
Our performance impressed the bank executives significantly, leading to Manulife characterizing us as 'Rock Stars' in a letter to the owner the following day. This exceptional outcome resulted in an immediate pay raise for me.
You say it has never been done in Canada? CSA and TSSA code regulations are too restrictive, you say? Hold my beer...
The project led to the installation of four state-of-the-art curved glass video wall elevators that can be managed remotely from anywhere in the world, with content creation managed by Manulife's team in Singapore. My responsibilities, in addition to overall project management, included directly handling the computer technology aspects, such as designing the network architecture, procuring hardware and software, systems integration, programming, and supervising the job site. I also handled technical documentation and client training to ensure a seamless handover.
Karl Hughes, a superb draftsman in our engineering department and effective natural leader, led the physical design, engineering, and even some hands-on assembly aspects of the project. Success would not have been remotely possible without him. For the project to succeed, we needed an experienced and creative engineer who was also tech-savvy, up-to-date with current trends, and enthusiastic about incorporating cutting-edge, delicate technology into his design. Karl checks all the boxes, and our skills gelled together to realize a groundbreaking achievement that had never been done before in Canada, and only been accomplished once before in the United States.
Closing out this project marked a significant success for our company, and made our esteemed client with $30 billion in assets under management ecstatic about their decision to contract us. Our innovative solution not only modernized Manulife's elevator facilities but also aligned with their vision for their future, while setting a new standard for technological integration in corporate elevator environments. I am extremely proud of everyone involved in this project, and there were several. However, the majority of the credit goes to Karl.
CIBC Square is a project that represented the most significant undertaking in our company's history, with a budget exceeding $2 million. It involved the installation of 43 custom elevator cabs, meticulously crafted by our production teams using travertine slabs imported from Italy and large LED light panels. The ceilings were complex; designed and fabricated to mimic the faceted shape of the building's facade. While various installation crews contributed to finishing this extensive project, the core team responsible for the majority of the work (pictured here) demonstrated exceptional collaborative skills and professionalism, fostering an efficient and productive working environment.
As with any large-scale project, we encountered some challenges along the way. There's no doubt about that. However, this team's resilience and dedication ensured that we successfully completed the installation on time and to EllisDon's satisfaction. The photograph I've shared, which I shot mere hours before handing in my resignation, captures my genuine satisfaction with Kevin and Drew's performance, and, I think, their own pride in a job well done, highlighting the positive outcome of our collective efforts.
This project showcased our ability to manage complex, high-value installations. The successful completion marked a significant milestone for our company, further establishing our reputation in the industry.
After all we had gone through together and knowing that I wouldn't be collaborating with them again (even though they were unaware of my departure from the company), I posed a question to them: "How would you guys assess my management style?" They exchanged glances, and Drew replied, "Tough, but fair." I interpreted this response as a compliment.
I miss those guys. In fact, I miss everyone...with only a couple of exceptions.
In this role, I fostered relationships with top-tier clients, participated in contract negotiations, managed ongoing agreements and I closed sales deals. I supported HR by participating in employee disciplinary proceedings, diplomatically balancing organizational requirements with staff concerns. My approachable leadership style encouraged open communication, with office and production floor colleagues frequently seeking my guidance and support during their challenging times. This trust from my coworkers was a source of great pride, and I truly believe that I helped boost employee morale in a small way. I was informed by the production floor workers on several occasions that I inspired them with a sense of 'hope' for improving the company.
The absence of clear and decisive leadership at the company led to my resignation, but there were other contributing factors:
Our scheduler, who had been with the company for over a decade, resigned during the COVID pandemic, and I willingly assumed her responsibilities on a temporary basis until a replacement could be hired. I actively participated in the replacement recruitment process, since I worked so closely with the scheduler, our offices adjacent, personally interviewing several candidates. We identified an excellent candidate with relevant experience from Hydro One. However, no hiring decision was ever made. Even our HR specialist couldn't make sense of this. I'm not sure if installing $10,000 worth of my own computer systems into my office led the owner to believe I possessed superhuman capabilities, but the added responsibility of dealing with the minutiae of low-level road crew scheduling became absolutely overwhelming. For context, one of our only serious competitors, who is a smaller company, employs six project managers and one dedicated scheduler, while I was the sole manager/scheduler at our company. I learned this because a coworker in our Engineering department resigned and went to work for this competitor, and subsequently shared this information with me later.
The expectation to permanently incorporate a full-time scheduler role into my existing duties, without additional support from assistants or even compensation, felt exploitative, unreasonable and unsustainable. Bringing my workload concerns directly to the executive manager's attention was unproductive.
Another reason for my resignation: During my years in consulting I successfully executed two implementations of Sage X3 MRP software and realized that my employer would significantly benefit from a similar system. They were struggling with a proprietary, poorly implemented MRP system built in the 1980s. The owner asked me to proceed, so I dedicated a couple of months to the software procurement process, attending countless sales meetings and product demonstrations while meticulously aligning our operational requirements with the availability of solutions in the market that fit within our budget. Once satisfied that I'd found our ERP solution, I convened a general staff meeting to gain consensus. The consensus was 100% unanimous, including the owner, agreeing that it was a perfect fit for our job shop operations. Even the hyper-critical industry veteran who rarely said nice things about our employees complimented me on my research and decision making. We moved forward with the implementation. However, despite their undeniable craftsmanship expertise, key personnel in our production department lacked essential computer literacy and management skills, and the owner would not address this critical skills gap, significantly undermining the project's viability and potential for success. Although I offered multiple practical paths to achieve our goals, no action was taken or authorized. We should never have started the implementation if we weren't prepared to tackle the significant obstacles to its completion. Based on my experience, an MRP/ERP implementation will certainly fail without complete support from top management. Initially, I was led to believe that I had this support, but I later realized that was not the case.
Regarding our challenging production manager: While he was possibly the most skilled elevator cab fabricator in the province, he lacked many of the essential skills typically expected of a production manager. His leadership was not respected by the production floor workers, and he consistently evaded inquiries about material status from both myself and the engineering team. His tendency to avoid us on the production floor created a daily atmosphere of tension and discomfort. If we had a functional ERP or MRP system to push material status to us, his uncooperative nature would be much less of a problem. Unfortunately, his limited technological proficiency meant he struggled with using even basic applications like email, nevermind sophisticated management software. He was a major barrier to ERP software implementation, so we were forced to pull information manually from him. In essence, the one individual in the company who held crucial information needed by engineering and project management - information vital for decision-making and client updates - actively avoided sharing it with us. He created a dysfunctional, stressful, and deeply frustrating work environment, and the owner actually protected him.
My position was fraught with extreme levels of stress, stemming from three primary factors:
This combination of organizational chaos and overwhelming responsibilities created an unsustainable work environment.
It's not surprising that my predecessor experienced a mental breakdown, ultimately leading to his decision to resign.
While I was fairly compensated and received a couple of pay increases, it was disheartening to see many loyal, long-serving employees go without raises for protracted periods. This situation weighed heavily on me, particularly because it stemmed from the inefficient use of resources and materials resulting from operational and managerial shortcomings in our production area. I was reminded of watching my father's company stumble and fail in slow motion due to a reluctance to implement necessary improvements, and being powerless to do anything about it. That experience taught me a valuable lesson: I wouldn't futilely struggle against organizational inertia in the future. I resolved to offer my expertise at this company, but if my advice went unheeded, I would move on rather than persist in a frustrating and excessively stressful environment. But unlike my father's business, which had to actively compete in the Ontario market against 80+ competitors, this company operates in a virtually competition-free environment! This lack of market pressure has freed the outfit to grow, stay afloat and maintain a semblance of success, despite relying on severely outdated and, in some instances, completely dysfunctional operations. The absence of competitive forces has allowed this company to persist with inefficiencies that would likely prove fatal in a more contested market.
I wanted to stay and help effect improvements that would have boosted employee compensation and morale while simultaneously reducing costs for the organization, but the stress was just far too high. I was 'ridden hard and put away wet', and ultimately lost hope.
To keep busy, I provide general handyman services around my neighborhood in Oshawa, specifically in The Glens (aka Northglen) . I have a comprehensive kit of professional grade tools used in home renovations and property maintenance:
Although I have a solid background in construction and mechanical work, I'm now seeking to return to the automotive sector in a non-mechanical capacity. I'm particularly interested in roles related to sales, transport, or dispatch. After spending five years in downtown Toronto, which many consider challenging (to put it politely), I prefer job opportunities located to the north or east of my home.
Click Here for my contact form
